Engineer

Concentrated knowledge for the Busy executive Vol. 24, No. 8 (2 parts) Part 1, August 2002 Order 24-19 FILE LEADERSHIP solidizing the precedent of stirred Intelligence PRIMAL LEADERSHIP THE SUMMARY IN BRIEF Great attractions resettlement us. They ignite our cacoethes and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much to a greater extent central Great lead works with the emotions. Humankinds original attracters earned their situation beca employment their leadership was deliriously compelling. In the modern organization this primordial mad task remains. leading essentialiness drive the collective emotions in a positive fashion and clear the smog attaind by toxic emotions whether it is on the shop adorn or in the boardroom. When leaders drive emotions positively they bring out every cardinals best. When they drive emotions negatively they spawn dissonance, under mining the worked up foundations that allow stack shine. The signalise to making primal leadership work to every peerlesss advantage lies in the leadership competencies of emotional intelligence service how leaders handle themselves and their relationships. leadership who exercise primal leadership drive the emotions of those they lead in the right direction.By Daniel Goleman, Richard Boyatzis and Annie McKee CONTENTS The Vital stirred up Component of leaders Page 2 Why Good Leaders Must register Emotions Pages 2, 3 The Four Dimensions Of Emotional Intelligence Pages 3, 4 The Leadership Repertoire Pages 4, 5 What Youll Learn In This Summary In this summary, you give nab the secrets of primal leadership by ? Understanding what primal leadership is and why, when pr possess alongiced correctly, it creates resonance in your organization. ? Understanding the neuroanatomy that underlies primal leadership and what emotional intelligence competencies you pick up to succeed. Unde rstanding the six leadership hyphens you posterior use from wordy to coaching to pacesetting to inspire other(a)(a)s, and when to use each one. ? Understanding who you are and what you need to multifariousness to be neck a primal leader, and then develop a plan to make those diverges. ? Learning how to hit emotionally intelligent organizations. Published by Soundview executive director take for Summaries, 10 LaCrue Avenue, Concordville, Pennsylvania 19331 USA 2002 Soundview executive Book Summaries All rights reserved. Reproduction in whole or part is prohibited. Developing Emotionally natural Leaders Pages 5, 6 The Motivation to ChangePages 6, 7 Building Emotionally gifted Organizations Pages 7, 8 Reality and the apotheosis resourcefulness Page 8 Creating Sustain open Change Page 8 PRIMAL LEADERSHIP by Daniel Goleman, Richard Boyatzis and Annie McKee THE COMPLETE SUMMARY The Vital Emotional Component of Leadership Gifted leadership occurs where heart and take aim disembodied spiriting and thought meet. These are the two things that allow a leader to soar. All leaders need enough intellect to handle the tasks and challenges at hand. However, intellect alone wont make a leader. Leaders execute a vision by motivating, guiding, inspiring, listening, persuading and creating resonance.As a result, the manner in which leaders act not just what they do, but how they do it is a fundamental key to effective leadership. The reason lies in the design of the human brain. Laughter and the Open Loop A study at Yale University showed that among working aggroups, blitheness and warmth spread just astir(predicate) easily. Laughter, in particular, demonstrates the power of the open loop in operation. Unlike other emotional signals which potful be feigned, laughter is largely involuntary. In a neurological sense, laughing represents the shortest outdistance between two batch because it instantly interlocks limbic systems.This immediate, involuntary reaction might be called a limbic lock. Laughter in the workplace signals trust, comfort, and a shared out sense of the world. a heed aggroup that did not get along, the vileer the companys market return. The Open Loop The brain is an open loop. We aver on connections with other people for our emotional stability. Scientists describe the open-loop system as inter individualised limbic regulation, whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms and even immune function inner the body of another.Other people can modify our very physiology and our emotions. The continual interplay of limbic open loops among members of a group creates a kind of emotional soup, with everyone adding his or her flavor to the mix. Negative emotions particularly chronic anger, anxiety or a sense of futility powerfully disrupt work, hijacking vigilances from the tasks at hand. On the other hand, when people bump goodness, they work at th eir best. Feeling good lubricates mental efficiency, making people better at taking into custody information and making complex judgments.Insurance agents with a glass-ishalf-full attitude, for example, make more sales, in part because they are able to withstand rejection better than their more pessimistic peers. A study on 62 CEOs and their bakshish management shows just how important mood is. The CEOs and their management team up members were assessed on how upbeat energetic, enthusiastic and determined they were. They were likewise asked how much conflict the top team lived. The study found that the more positive the overall moods of people in the top management team, the more cooperative they worked together and the better the companys pipeline results.The longer a company was run by Why Good Leaders Must Read Emotions Dissonance, in its original musical sense, describes an unpleasant, harsh sound. Dissonant leadership produces groups that feel emotionally discordant, in which people have a sense of world continually off-key. Ranging from abusive tyrants to manipulative sociopaths, disharmonious leaders are out of touch and create wretched workplaces ( go on on rascal 3) The authors Daniel Goleman is Codirector of the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University.Richard Boyatzis is Professor and Chairman of the Department of organisational Behavior at the Weatherhead shallow of Management at Case Western Reserve University. Annie McKee, who is a member of the faculty of the University of Pennsylvania potassium alum School of Education, consults to business leaders worldwide. Copyright 2002 by Daniel Goleman. Summarized by permission of the publisher, Harvard Business School Press, 60 Harvard Way, Boston, MA 02472 (for print and electronic rights) and Audio Renaissance, 175 Fifth Avenue, New York, NY 10010 (for audio rights). 306 pages. $26. 95. 0-57851-486-X.Published by Soundview decision maker Boo k Summaries (ISSN 0747-2196), 10 LaCrue Avenue, Concordville, PA 19331 USA, a division of Concentrated Knowledge Corporation. Publisher, George Y. Clement. V. P. Publications, Maureen L. Solon. Editor-in-Chief, Christopher G. Murray. Published monthly. Subscriptions $195 per year in U. S. , Canada & Mexico, and $275 to all other countries. Periodicals postage paid at Concordville, PA and additional offices. Postmaster Send address changes to Soundview, 10 LaCrue Avenue, Concordville, PA 19331. Copyright 2002 by Soundview executive Book Summaries.Available formats Summaries are available in print, audio and electronic formats. To subscribe, call us at 1-800-521-1227 (1-610-558-9495 outside U. S. & Canada) Multiple-subscription discounts and Corporate Site Licenses are also available. . 2 Soundview Executive Book Summaries Primal Leadership SUMMARY Why Good Leaders Must Read Emotions (continued from page 2) Leadership and the Brains Design New identifyings in brain research show t hat the queasy systems responsible for the intellect and for the emotions are separate, but have intimately interwoven connections.This brain circuitry provides the neural understructure of primal leadership. Although our business culture places great value in an intellect devoid of emotion, our emotions are more powerful than our intellect. In emergencies, the limbic brain our emotional center commandeers the rest of our brain. there is a good reason for this. Emotions are crucial for survival, cosmos the brains bureau of alerting us to manything urgent and offering an immediate plan for action fight, flee, freeze. The thinking brain evolved from the limbic brain, and continues to take orders from it when it perceives a threat.The activate evince is the amygdala, a limbic brain structure that scans whats happening to us moment by moment, al focal points on the alert for an emergency. It commandeers other parts of the brain, including the rational centers in the cortex, for immediate action if it perceives an emergency. directly we face complex social realities with a brain designed for surviving physical emergencies. And so we find ourselves hijacked swept away by anxiety or anger better suited for handling somatic threats than office politics.Fortunately, emotional whimseys pass through other parts of the brain, from the amygdala through the anterior area. There an emotional impulse can be vetoed. The dialogue between neurons in the emotional center and the prefrontal area operate through a neurological superhighway. The emotional intelligence competencies hinge on the debonaire operation of this circuitry. Biologically speaking, then, the art of primal leadership interweaves our intellect and emotions. ? although they have no idea how corrosive they are, or simply dont care.Meanwhile, the collective distress they trigger becomes the groups preoccupation, deflecting attention away from their mission. Emotionally Intelligent Resonance Reso nant leaders, on the other hand, are attuned to their peoples feelings and move them in a positive emotional direction. Resonance comes naturally to emotionally intelligent leaders. Their passion and enthusiastic energy resounds throughout the group. When there are serious concerns, emotionally intelligent (EI) leaders use empathy to attune to the emotional registry of the people they lead.For example, if something has happened that everyone feels angry about (such as the closing of a division) or sad about (such as a co-workers serious illness) the EI leader not whole empathizes with those emotions, but also expresses them for the group. The leader leaves people feeling understood and cared for. Under the guidance of an EI leader, people feel a mutual comfort level. They share ideas, learn from one another, make decisions collaboratively, and get things done. Perhaps most important, connecting with others at an emotional level makes work more meaningful. The Four Dimensions Of Em otional IntelligenceThere are four domains to emotional intelligence selfawareness, self-management, social awareness and relationships management. Within the four domains are 18 competencies. These competencies are the vehicles of primal leadership. plain the most outstanding leader get out not have all competencies. Effective leaders, though, exhibit at least one competency from each of the domains. The four domains and their competencies are listed below Self-awareness ? Emotional self-awareness Reading ones own emotions and recognizing their impact and using gut sense to guide decisions. Accurate self-assessment Knowing ones strengths and limits. ? Self-confidence A sound sense of ones self-worth and capabilities. Transparency Displaying honesty, integrity and trustworthiness. ? Adaptability flexibility in adapting to changing situations or overcoming obstacles. ? Achievement The drive to improve murder to meet inner standards of excellence. ? setoff step Readiness to act and seize opportunities. ? Optimism Seeing the upside in events. Social Awareness ? Self-management ? Emotional self-renunciation Keeping disruptive emotions and impulses under control.Empathy Sensing others emotions, seeing their perspective, and taking active interest in their concerns. ? Organizational awareness Reading the currents, decision networks, and politics at the organizational level. (continued on page 4) Soundview Executive Book Summaries 3 Primal Leadership SUMMARY The Four Dimensions of Emotional Intelligence (continued from page 3) ? Service Recognizing and meeting complyer, client or customer needfully. Relationship Management ? Inspirational leadership Guiding and motivating with a compelling vision. ? Influence Wielding a range of tactics for persuasion. Developing others Bolstering others abilities through feedback and guidance. ? Change catalyst Initiating, managing and feature(p) in new directions. ? Building bonds Cultivating and maintaining relation ship webs. ? Teamwork and collaboration Cooperation and team-building. The Leadership Repertoire The best, most effective leaders act according to one or more of six distinct startes to leadership. Four of the styles chimerical, coaching, affiliative and democratic create the kind of resonance that boosts performance. The other two pacesetting and irresponsible should be applied with caution. nd fostering amicable interactions. When leaders are being affiliative, they focal point on the emotional needs of workers, using empathy. Many leaders who use the affiliative approach combine it with the visionary approach. fanciful leaders state a mission, set standards, and let people know whether their work is furthering group goals. Ally that with the caring approach of the affiliative leader and you have a potent combination. 4. parliamentary. A democratic leader builds on a triad of EI abilities teamwork and collaboration, conflict management and influence. Democratic leaders are great listeners and true collaborators.They know how to quell conflict and create harmony. Empathy also plays a role. A democratic approach works best when as a leader, you are unsure what direction to take and need ideas from able employees. For example, IBMs Louis Gerstner, an outsider to the computer industry when he became CEO of the suffer giant, relied on seasoned colleagues for advice. 5. Pacesetting. Pacesetting as a leadership style must be applied sparingly, cut back to settings where it truly works. Common wisdom holds that pacesetting is admirable. The leader holds and exemplifies high standards for performance.He is obsessive about doing things better and faster, quickly pinpointing poor performers. Unfortunately, applied excessively, pacesetting can backfire and lead to low morale as workers think they are being pushed too hard or that the leader doesnt (continued on page 5) The Six Styles of Leadership 1. Visionary. The visionary leader articulates where a grou p is going, but not how it gets there setting people free to innovate, prove and take calculated risks. Inspirational leadership is the emotional intelligence competence that most strongly undergirds the visionary style.Transparency, another EI competency, is also crucial. If a leaders vision is disingenuous, people sense it. The EI competency that matters most to visionary leadership, however, is empathy. The ability to sense what others feel and understand their perspectives servicings leader articulate a truly inspirational vision. 2. Coaching. The coaching style is really the art of the one-on-one. Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. Effective coaching exemplifies the EI competency of developing others, which lets a leader act as a counselor.It works hand in hand with two other competencies emotional awareness and empathy. 3. Affiliative. The affiliative style of leadership represents the co llaborative competency in action. An affiliative leader is most concerned with promoting harmony 4 A Visionary Leader When Shawana Leroy became director of a social agency, there were clearly problems. Her predecessor had mired the agency in rules that the talented staff the agency had attracted because of its mission found draining. Despite increased needs for the agencys services, the pace of work was slow. Leroy met one-on-one with staff and found out that they shared her ision. She got people talking about their hopes for the future and tapped into the compassion and dedication they felt. She voiced their shared values whenever she could. She guided them in looking at whether how they did things furthered the mission, and together they eliminated rules that made no sense. Meanwhile, she modeled the principles of the new organization she compulsioned to create one that was honest and honest one that focuse on rigor and results. Then Leroy and her team tackled the changes. The a gencys emotional climate changed to reflect her passion and commitment she set the tone as a visionary leader.Soundview Executive Book Summaries Primal Leadership SUMMARY The Leadership Repertoire (continued from page 4) The Case of Too more Pacesetting The superb technical skills of Sam, an R&D biochemist at a large pharmaceutical company, made him an early star. When he was appointed to head a team to develop a new product, Sam continued to shine, and his teammates were as competent and self-motivated as their leader. Sam, however, began setting the pace by working late and offering himself as a model of how to do initiatory-class scientific work under tremendous deadline pressure.His team realized the task in record time. But when Sam was selected to head R&D, he began to recede. Not swear the capabilities of his subordinates, he refused to delegate power, becoming instead a micro-manager obsessed with details. He took over for others he perceive as slacking, rather than trust that they could improve with guidance. To everyones relief, including his own, he returned to his old blood line. trust them to get their job done. The emotional intelligence foundation of a pacesetter is the drive to happen upon through improved performance and the initiative to seize opportunities.But a pacesetter who lacks empathy can easily be blinded to the pain of those who achieve what the leader demands. Pacesetting works best when combined with the passion of the visionary style and the team building of the colligate style. 6. Commanding. The command leader demands immediate compliance with orders, but doesnt bother to explain the reasons. If subordinates fail to follow orders, these leaders resort to threats. They also seek tight control and monitoring. Of all the leadership styles, the commanding approach is the least effective. Consider what the style does to an organizations climate.Given that emotional contagion spreads most readily from the top down, an intim idating, cold leader contaminates everyones mood. Such a leader erodes peoples spirits and the assumption and satisfaction they take in their work. The commanding style works on limited circumstances, and only when used judiciously. For example, in a genuine emergency, such as an approaching hurricane or a hostile take-over attempt, a take-control style can help everyone through the crisis. An effective execution of the commanding style draws on tether emotional intelligence competencies influence, achievement and initiative.In addition, self-awareness, emotional self-control and empathy are crucial to keep the commanding style from going off track. Developing Emotionally Intelligent Leaders The key to attainment that lasts lies in the brain. reckon that emotional intelligence involves circuitry between the prefrontal lobes and the limbic system. Skills based in the limbic system are best learned through motivation, extended entrust and feedback. The limbic system is a slow lea rner, especially when trying to relearn deeply ingrained habits. This matters immensely when trying to improve leadership skills.These skills often come down to habits learned early in life. Reeducating the emotional brain for leadership learning requires plenty of practice session and repetition. Thats because neural connections used over and over (continued on page 6) Boyatziss Theory of sovereign Learning Practicing the new deportment, building new neural pathways through to mastery 1. My noble-minded self Who do I want to be? 2. My real self Who am I? 5. Developing trusting relationships that help, nutrition and encourage each step in the sue 4. Experimenting with new behavior, thoughts and feelingsMy strengths Where my apotheosis and real self crossway My gaps Where my ideal and real self differ 3. My learning agendum Building on my strengths while simplification gaps Soundview Executive Book Summaries 5 Primal Leadership SUMMARY How One Leader Changed When Nick, a s tar salesman, took over as head of an insurance agency in a new city, he knew he needed help. The agency was in the hind end quartile. He hired leadership consultants, who determined what type of leader Nick was. He fit the pacesetting mold, with elements of the commanding style. As pressure mounted, the atmosphere grew increasingly tense.Nick was encouraged to focus on his salespeoples performance rather than his own. This required he use the coaching and visionary styles. Fortunately, some of the traits that made him a great salesman empathy, self-management and inspiration transferred well. He seized the opportunity to work one-on-one and stifled his impulse to jump in when he got impatient with someones work. Eighteen months later, the agency had moved from the bottom to the top and Nick became one of the youngest managers to win a national award for growth. The Motivation to Change The first husking the ideal self is where change begins.Connecting with ones passion, energ y, and excitement about life is the key to breaking your ideal self. Doing so requires a reach deep inside. You, Fifteen Years from Now speak out about where you would be sitting and reading this summary if it were fifteen years from now and you were living your ideal life. What kinds of people are around you? What does your environment look and feel like? What would you be doing during a regular day? Dont worry about the feasibility. Just let the image develop and place yourself in the picture. Write down your vision, or share it with a trusted friend.After doing this exercise, you may feel a release of energy and optimism. Envisioning your ideal future can be a powerful way to connect with the real possibilities for change in our lives. Next, determine what your guiding principles are. What are your core values in the areas of life that are important to you, such as family, relationships, work, spirituality and health. Write down everything you want to experience before you die . Doing so pull up stakes open you up to new possibilities. Developing Emotionally Intelligent Leaders (continued from page 5) become stronger while those not used weaken. Self-Directed LearningTo work, leadership cultivation must be self-directed. You must want to develop or strengthen an aspect of who you are or who you want to be. This requires first getting a strong image of your ideal self, and an accurate picture of your real self. Self-directed learning involves five differentiateies, each representing a discontinuity. The goal is to use each discovery as a utensil for making the changes needed to become an emotionally intelligent leader. People who successfully change move through the following stages ? The first discovery My ideal self Who do I want to be? ? The sulphur discovery My real self Who am I?What are my strengths and gaps? ? The third discovery My learning agenda How can I build on my strengths while reducing my gaps? ? The fourth discovery Experimenting w ith and practicing new thoughts, behaviors and feelings to the point of mastery. ? The fifth discovery Developing supportive and trusting relationships that make change possible. Look at Your Real Self Once you see your ideal self, you need to look at your real self the back discovery. Then, and only then, can you understand your strengths. Taking stock of your real self starts with an inventory of your talents and passions the person you rattling are.This can be painful if the slow, invisible creep of compromise and complacency has caused your ideal self to slip away. How do you get to the truth of your real self? You must break through the information isolate around you. Actively seek out negative feedback. You can do this using a 360-degree rating collecting information from your boss, your peers and your subordinates. Multiple views render a more complete picture because each sees a different aspect of you. Once you have a full picture of yourself, you can examine your s trengths and gaps. Do this by creating a personal balance sheet, listing both.Dont focus solely on the gaps. metabolic process Sustaining Leadership Change Its now time to develop a practical plan to learn leadership skills, which is the third discovery. Focus on improvements you are passionate about, building on your strengths while alter the gaps. Craft specific, manageable learning goals that are tied to the goals that motivate you. When goal-setting, consider that (continued on page 7) 6 Soundview Executive Book Summaries Primal Leadership SUMMARY Are You a Boiling Frog? If you slide down a frog into boiling weewee, it give instinctively jump out.But if you place the frog in a pot of cold water and gradually increase the temperature, the frog wont notice the waters getting hotter. It will sit there until the water boils. The fate of that poached frog isnt so unlike some leaders who settle into a routine or let minor(ip) conveniences solidify into large habits and allow i nertia to set in. Building Emotionally Intelligent Organizations When it comes to leadership, changing a single leader is only the beginning. The rest of the job is to develop a critical stack of resonant leaders and thereby transform how people work together.Parallel Transformations The most effective leadership development works hand in hand with parallel transformations in the organizations that those leaders guide. Groups only begin to change when they understand how they work, especially if there is discordance. They must understand what the central group norms are, and then develop the ideal vision for the group. The Motivation to Change (continued from page 6) ? Goals should build strengths. ? Goals must be your own, not someone elses. ? Plans must be flexible and feasible, with manageable steps. ? Plans must fit your learning style.The Power of Group Decision-Making Group decision-making is passe-partout to that of the brightest individual in the group unless the group l acks harmony or the ability to cooperate. Even groups with brilliant individuals will make bad decisions in such an environment. In short, groups are smarter than individuals when (and only when) they exhibit the qualities of emotional intelligence. Leaders ignore the power of the Groups are smarter than group at great individuals when cost. You cant (and only when) suck in that the force of your they exhibit the qualities leadership alone of emotional intelligence. s enough to drive peoples behavior. Dont make the common mistake of ignoring resonance-building leadership styles and steam-rolling over the team using the commanding and pacesetting styles exclusively. To lead a team effectively, you must address the group reality. Leaders who have a precipitous sense of the groups pivotal norms and who are adept at maximizing positive emotions can create highly emotionally intelligent teams. The Experimenting Stage The fourth discovery requires you to reconfigure your brain as you pr actice new behaviors to the point of mastery.You can only do this by bringing bad habits into awareness and consciously practicing a better way. Rehearse the behavior at every opportunity until it becomes automatic. Improving an emotional intelligence competency takes months because the emotional centers of the brain are involved. The more often a behavioral sequence repeats, the stronger the fundamental brain circuits become, as you rewire your brain. Like a professional musician, you must practice and practice until the behavior becomes automatic. A powerful technique you can use is the mental rehearsal. Envision yourself repeating the behavior you want to master over and over again.This, coupled with using the behavior as often as possible, will trigger the neural connections necessary for genuine change to occur. Supportive and Trusting Relationships Finally, begin applying the fifth discovery the power of supportive relationships. For anyone who has gone through leadership de velopment that works, the importance of the people along the way is obvious. Having supportive people around when you want to change can make a big difference. haughty groups help people make positive changes, especially when the relationships are filled with candor, trust and psychological pencil eraser.For leaders, that safety may be crucial for learning to occur. Leaders often feel unsafe in the spotlight, and annul risk-taking change. Where can you find these relationships? One approach is to find a mentor. Another is to hire an executive coach. increase the Groups Emotional Intelligence A groups emotional intelligence requires the alike(p) capabilities that an emotionally intelligent individual does self-awareness, self-management, social awareness and relationship management. A group expresses its self-awareness by being mindful of shared moods as well as the emotions of its members.Emotions are contagious, and a team leader needs to understand how to keep a bad mood fr om spreading. For example, imagine a meeting held in an out-of-the (continued on page 8) Soundview Executive Book Summaries 7 Primal Leadership SUMMARY Building Emotionally Intelligent Organizations (continued from page 7) way reparation and a team member arriving late exclaiming that the meeting location is very inconvenient for him. If the members anger is allowed to fester, it will infect the whole team. But if instead, the leader acknowledges the sacrifice the member is making and thanks him, the anger dissipates.The leader who wants to create an emotionally intelligent team can start by helping the team raise its collective self-awareness. This is the true work of the team leader. Initiate the process by looking at whats really going on in the group. Uncover the teams less-productive norms and work with the team to change them. Shoneys Transformation The Shoneys eating house chain had a close-knit group of executives at the top people who knew each other well, shared hist ory and beliefs, and generally thought they knew how to run their business.In reality, they were an old-boys network of white male senior executives with an be culture that left people of color behind. All that changed when the company paid $132 million to settle a class-action lawsuit by employees and applicants who alleged discrimination. A cadre of new leaders have changed the companys culture and broadened opportunities so much that ten years later, the company was listed as one of the top 50 companies for minorities by Fortune magazine. The change occurred because the lawsuit was a wake-up call regarding the reality of the companys dissonant culture.The new leaders identified an ideal vision that would guide hiring practices, and the organization embraced that vision. Reality and the Ideal Vision Just as was the case with teams, a leader who wants to change an organization must first understand its reality. Change begins when emotionally intelligent leaders actively question t he emotional reality and cultural norms underlying the organizations daily activities and behavior. To create resonance and results, the leader has to pay attention to peoples emotions. Even toxic organizations can change. Creating Sustainable ChangeHow does a leader create sustainable resonance in an organization? Every large organization has pockets of resonance and dissonance. The overall ratio determines the organizations emotional climate and performance. To shift the ratio toward resonance, cultivate a dispersed cadre of emotionally intelligent leaders. To do that, leadership training must be the strategic priority and be managed at the highest level. Commitment must come from the top. Thats because new leadership means a new mindset and new behaviors, and in order for these to stick, the organizations culture, systems and processes all need to change.Lets say that as a leader, you get it. Youve set the stage by assessing the culture, examining the reality and the ideal. Youve created resonance around the idea of change, and youve identified the people who will take top leadership roles. The next step is to design a process that lets those leaders uncover their own dreams and personal ideals, examine their strengths and their gaps, and use their daily work as a learning laboratory. That process must also be self-directed and include the following elements ?A tie-in to the organizations culture. ? Seminars emphasizing individual change. ? Learning about emotional competencies. ? Creative learning experiences. ? Relationships that support learning, such as executive coaching. Dynamic Inquiry A process called dynamic inquiry can help you discover an organizations emotional reality what people care about, what is helping A leader who wants them, their group, to change an organization and the organization to succeed, and must first understand whats getting in its reality. the way.The process uses concentrate conversations and open-ended questions intended to get to feelings. Themes become apparent from these conversations, which are then taken to small groups for more discussion. The conversations that ensue about whats right and whats not create momentum. People feel enliven and empowered, willing to work together to address their collective concerns. Once they do, you will be able to help the organization define its ideal vision one that is in sync with individual hopes and dreams. 8 Soundview Executive Book Summaries